Paul B. Moody
IBM
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Publication
Featured researches published by Paul B. Moody.
Ibm Systems Journal | 2006
Paul B. Moody; Dan Gruen; Michael Muller; John C. Tang
In this paper, we describe the vision behind the Unified Activity Management project at IBM Research. In particular, we describe and discuss activities, activity-centered computing, and activity patterns and illustrate the potential impact of this approach and its value to individuals, teams, and the enterprise. We discuss business activities and their integration into the development of business processes. We share insights from user studies and feedback from customers on the benefits of the activity model in a variety of business settings.
computer human interaction for management of information technology | 2007
Shaoke Zhang; Chen Zhao; Qiang Zhang; Hui Su; Haiyan Guo; Jie Cui; Yingxin Pan; Paul B. Moody
People working with current ad-hoc collaboration tools suffer from information overload and information scattered. Our five-month study of project managers found their work was comprised of fragmented activities implicitly organized by activity threads. Most of these activities were communicative to track and report project status, which introduced frequent interruptions and low efficiency. Accordingly, we explored an activity centered approach to help them manage work information. In our Activity Centric Project Management prototype, solutions like integrating activity with project task, providing timely activity awareness based on RSS, utilizing activity data to generate status report, and allowing third-party easily to update task status were introduced.
international conference on engineering psychology and cognitive ergonomics | 2007
Shaoke Zhang; Chen Zhao; Paul B. Moody; Qinying Liao; Qiang Zhang
People working with ad-hoc collaboration tools suffer from information overload and information scatter. Our five-month study of project managers found their work comprised of fragmented activities scattering in task, people and application. However, these loosely coupled collaborative activities were implicitly organized by hierarchical activity threads through intrusion and digression, and geared into work breakdown structure (WBS) in high level. Our investigation gives implications on making peoples work manageable as well as flexible, by integrating lightweight collaborative activities with centralized processes.
Archive | 1996
Paul B. Moody; David A. Shrum
Archive | 2002
Daniel M. Gruen; Paul B. Moody; Steven L. Rohall; Bernard J. Kerr; Seymour Kellerman; John F. Patterson
Archive | 2002
Steven L. Rohall; Daniel M. Gruen; Paul B. Moody; Bernard J. Kerr; John F. Patterson; Seymour Kellerman
Archive | 2003
Paul B. Moody; Daniel M. Gruen; Steven L. Rohall; Bernard J. Kerr; Seymour Kellmeran; John F. Patterson
Archive | 2003
Paul B. Moody; Daniel M. Gruen; Steven L. Rohall; Bernard J. Kerr; Seymour Kellerman; John F. Patterson
Archive | 2004
Carl J. Kraenzel; Paul B. Moody; Joann Ruvolo; Justin Lessler
Archive | 2004
Paul B. Moody; Richard Wilson; Jonathan Feinberg; Daniel M. Gruen